Speaking up and speaking out

By Martin Vogel

My time in lockdown has been bracketed by two enjoyable adventures in podcasting, courtesy of Charmaine Roche and her new series, Speak Up, Speak Out. Charmaine is a coach, working in the education sector, and is also researching a PhD on how coaches can help clients deal with the stress arising from ethical challenges. In her series of five podcasts, she has interviewed a different person each week on questions related to her research interest. I was privileged not only to have been her first guest but also the guest host in the final episode, interviewing Charmaine herself.

Listening to each episode, I have enjoyed how she has opened up an expansive view of coaching as a liberating intervention. She explores with her guests how people in organisations often feel pressure to conform against their better judgment and how coaching can help them access their integrity as professionals.

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How to work with a coach

By Martin Vogel

coffee

This series of blog posts guides you through the whole process of working with a coach from identifying why you might need one through to ending a coaching relationship elegantly. If you engage a coach, bookmark this page and keep referring to it throughout your engagement.

  1. Why use a coach?
  2. What do you want from coaching?
  3. How do you find a coach?
  4. Meeting a prospective coach
  5. Agreeing terms with your coach
  6. Your first session with a coach
  7. Working with your coach
  8. Your work between coaching sessions
  9. If your coaching isn’t going well
  10. When it’s time to finish coaching

Image courtesy Joshua Ness on Unsplash.

Coaching is political

By Martin Vogel

Coaching has been practised to support leadership for a few decades now. But the mismatch between leaders’ impact and the challenges we face as a society has never seemed greater.

Look, for example, at the paralysis over how to manage climate change. Politicians and executives seem clueless, or unwilling to engage in strategies that can help bring about the radical changes required to mitigate predicted disaster scenarios. The question here is how the coaching profession can engage with the climate emergency – only one of the complex political issues that shape the context in which we encounter our clients. The mismatch between the scale of these tasks and the quality of leadership with which the world can tackle them is a call for coaches to critically review our impact and responsibilities. Continue reading “Coaching is political”

On getting it wrong

By Martin Vogel

At its edges, the world of coaching is influenced by memes that originate in new age thinking. This isn’t entirely to be deprecated. Coaching’s porousness to diverse influences helps make it adaptive and less susceptible to the orthodoxy that eventually stifles professions. But occasionally an idea threatens to break through that needs to be stamped on if we are to maintain rigorous foundations for our work.

One such that I have encountered this year is the comforting notion that “you can’t get it wrong”. I think this translates as: “Don’t worry about messing up – there’s no single right way to do something, so just go ahead and imagine that the way you are doing it will meet the exigencies of the situation.”

I have come across this in relation to the practice of mindfulness and with respect to how to practice as a coach or supervisor. Before long, this kind of thinking will be infecting organisations and letting leaders off the hook for all sorts of things. The idea has a beguiling appeal and sounds like it’s in the same terrain as constructs that are helpful to dealing with a complex world. But, in fact, it’s opposed to them. Continue reading “On getting it wrong”

From toolkits to relationships: getting real about what happens in coaching

By Martin Vogel

The practice of coaching has many antecedents. But one that most eased its way into the corporate world was the analogy between sports coaching and leadership development. Corporations are susceptible to narratives of being world class and winning. So learning from methodologies fine-tuned to get the best out of athletes can be appealing to the corporate leader’s world view. This, for a long while, created an emphasis in the development of coaches on the acquisition of skills and techniques. Coaches would turn up with their “toolkits” and fine tune their clients’ performance in the pursuit of specified goals.

The Theory and Practice of Relational Coaching by Simon Cavicchia and Maria Gilbert proposes a different perspective. It views coaching as a dialogue of discovery between coach and client, one which calls on the practitioner to cultivate awareness and empathic attunement more than it demands technical accomplishment. It’s an approach which is grounded in the insight that all of our experience is socially constructed. There is no fixed thing called an organisation which provides a predictable environment for our working lives. It is enacted every day by its participants and shaped by the different world views that each of them brings by virtue of their biography.

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The serious business of playing the Fool

By Martin Vogel

fool

It’s a shame that Hetty Einzig’s The Future of Coaching is so-called. Its concerns spread much wider than its title implies. It’s a radical and thoughtful book which holds before us the chaotic nuttiness of the world as it is now and asks what kind of leadership should coaching call forth.

Hetty Einzig takes it as axiomatic that the big challenges we humans face demand committed and creative interventions by leaders. Never mind present concerns such as Brexit or Trump, Hetty reminds us that the broader context is that of a trajectory to environmental catastrophe. She has no truck with the notion that coaches should be neutral facilitators of whatever goals their corporate clients might pursue. Nor does she believe leaders should collude with such ideas. Coaches and leaders alike are citizens in wider society as well as servants of the organisations that employ them. It is the legitimate task of all of us to try to influence organisations to play a constructive role in addressing society’s problems.

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When it’s time to finish coaching

How to work with a coach, part 10

By Martin Vogel

When is it time to finish coaching? And how do you end the relationship elegantly when you feel it’s time to part company with your coach?

Often, decisions about ending are determined in advance. There’s frequently an understanding that the coaching is a finite arrangement. This is partly philosophical: an assumption (not necessarily valid) that a client risks becoming dependent on their coach. Partly, it’s budgetary: the number of sessions is determined by the funds available. Whatever the reason, your coach will likely have a well-rehearsed model for bringing the coaching to closure.

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If your coaching isn’t going well

How to work with a coach, part 9

By Martin Vogel

Sometimes coaching disappoints. But it’s a sign of the determined positivity that grips much of the coaching business that this isn’t well acknowledged.

As Steven Berglas, a psychiatrist turned executive coach noted in 2002, purveyors of coaching have an interest in inviting prospective clients into a story of readily attainable transformation. Coaching contracts are mostly short-term. This is ripe ground for clients forming misguided expectations of a quick fix. Coaches might reinforce this with an emphasis on behavioural change, the linearity of which defies the complexity of human experience. Because coaches mostly hold to a professional ethos of facilitating a neutral process, they can implicitly absolve themselves of responsibility when the product doesn’t deliver.

How do you know when coaching isn’t working? You might find yourself going through the motions: turning up for the sessions but not really engaging with the endeavour. Or you might be engaging wholeheartedly with the sessions but feeling that the process as a whole is not producing the outcomes you had hoped for.

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Your work between coaching sessions

How to work with a coach, part 8

By Martin Vogel

The work you do between coaching sessions is as important as the work you do when you’re with your coach.

Coaching can be conceived as a staging post for the stuff, in the world beyond the sessions, that the client wants to work on. It’s a safe place to try out different ways of being. Coach and client reflect together on what the client brings and might formulate ideas for action. There may be an opportunity to rehearse in the session. But it’s not like learning a musical instrument, where the pupil practises in private before performing publicly on the stage. For the most part, the client practises on stage as they put the ideas into practice directly in their everyday life.

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Working with your coach

How to work with a coach, part 7

By Martin Vogel

How should the working relationship with your coach develop? It’s worth thinking about this if you want to get the most out of your coaching. Clients sometimes take a while to realise that it’s not the best strategy to sit back and let coaching happen to them. Coaching is a two-way street and it pays to lean into it.

Martha Stark, a psychotherapist, has described how there are implicitly three possible models at work in professional helping relationships. Which do you imagine yourself to be in as a coachee?

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